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Italy’s Golden Goose to Spread Its Wings Beyond Sneakers

Sneakers of Italian high fashion sneaker brand Golden Goose are displayed at its store in Beijing, China September 23, 2020. Picture taken September 23, 2020. REUTERS/Tingshu Wang/File Photo
Sneakers of Italian high fashion sneaker brand Golden Goose are displayed at its store in Beijing, China September 23, 2020. Picture taken September 23, 2020. REUTERS/Tingshu Wang/File Photo
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Italy’s Golden Goose to Spread Its Wings Beyond Sneakers

Sneakers of Italian high fashion sneaker brand Golden Goose are displayed at its store in Beijing, China September 23, 2020. Picture taken September 23, 2020. REUTERS/Tingshu Wang/File Photo
Sneakers of Italian high fashion sneaker brand Golden Goose are displayed at its store in Beijing, China September 23, 2020. Picture taken September 23, 2020. REUTERS/Tingshu Wang/File Photo

Italian luxury sneaker brand Golden Goose reported a 30% rise in revenues last year and sees scope for further growth by expanding beyond its core product range, Chief Executive Silvio Campara told Reuters.

"We will keep on innovating our business, which is sneakers, but there will be something out of sneakers that is ready to be launched on the market," CEO Silvio Campara told Reuters.

Campara would not be drawn on the new product range. Golden Goose's sneakers, with a five-point star on the side, are priced at over 400 euros ($437) a pair.

Golden Goose has already diversified in recent years to sell clothing and accessories, with a focus on leather goods.

The group reported on Tuesday revenues of 501 million euros for 2022, boosted by strong growth in the Americas, the retail and online channels.

The Americas was the group's fastest growing market last year, with a 55% sales jump, followed by the EMEA region where sales rose by a third. Momentum has been maintained.

"This year started very well through all the geographies," Campara said.

He added he was confident that the group could increase its market share, as Golden Goose only slightly raised its prices, with a total average increase of 5% to 6% in three years, much less than its competitors.

"This helped Golden Goose to build a big trust with the customers," he said.

The sneaker maker is planning to open another 20 new stores this year, a similar pace to the year before, Campara said.

Golden Goose was acquired by private equity firm Permira from rival Carlyle in 2020 and the group was valued at 1.3 billion euros, sources said at the time.

Last year the group bought its top supplier Italian Fashion Team, bringing in-house roughly 40% of its production, and could keep on strengthening its supply chain.

"What we did last year is not going to be the last one... for sure we have other acquisitions in the pipeline," Campara said, referring to the supply chain.

He said that this allowed the company to be flexible, to adapt to good and bad times and to secure skilled people "which are very hard to find these days", Campara said.

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Fashion

Uniqlo’s Chief Says Fast Fashion Must Change with the Times

A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
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Uniqlo’s Chief Says Fast Fashion Must Change with the Times

A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)
A woman walks past jumpers for sale at the latest flagship store to open by Fast Retailing clothing brand Uniqlo, in the Shinjuku district of central Tokyo on November 14, 2024. (AFP)

Forty years after its founding, Japanese clothing retailer Uniqlo has more than 2,500 stores worldwide. Sales at its parent company, Fast Retailing Co., recently topped 3 trillion yen ($20 billion) annually for the first time.

The name Uniqlo comes from joining the words for “unique” and “clothing.” The chain’s basic concept is “LifeWear,” or everyday clothing. Uniqlo parent Fast Retailing Co. Chief Executive Tadashi Yanai, ranked by Forbes as Japan’s richest man and estimated to be worth $48 billion, spoke recently to The Associated Press at the company’s Tokyo headquarters. The interview has been edited for length and clarity.

Q: What were the biggest challenges over the past 40 years?

A: Actually 40 years, upon reflection, went by so fast they feel more like three years. You know what they say in Japan: Time flies like an arrow. I started a regional business, then expanded nationwide.

When we became No. 2 or No. 3 in Japan’s casual wear, and being No. 1 was right within reach, we became a listed company in 1994. That was followed by our fleece boom, which doubled our revenue in one year to 400 billion yen ($2.6 billion).

I’d been thinking about going global when our revenue reached 300 billion yen ($2 billion) so we opened 50 stores in Great Britain, hoping to be a winner there just like we had conquered Japan.

Instead, we got totally knocked out.

We opened 21 outlets in a year and a half, but had to close 16 of them, leaving just five. We didn’t succeed as we had hoped. This is not an easy job. It’s very tough.

But these days, our sales are strongest in London, and also Paris. We made progress gradually.

Q: What are some of the sustainability and other key issues you have faced over the years?

A: We make clothes that last a long time. Not just clothes that last for one season.

The cashmere sweater I’m wearing today is $99. But please don’t say “cheap.” Please call it “reasonable.” We sell quality products at reasonable prices.

We’ve done various sustainability efforts, and we talk only about what we have really achieved.

Sustainability is crucial to our operations. And we’ve done just about everything — recycling, employing the disabled, support for refugees.

The prices may be cheaper at Wal-Mart, but our products offer real quality for the price. We take the greatest care and time, and involve a lot of people. Our rivals are more careless.

Q: What is behind Uniqlo’s success and what resonated with global buyers?

A: When we say Uniqlo is “made for all,” one might imagine products for the masses, like what’s at a Wal-Mart or a Target.

But what we mean is a high-quality product that appeals to all people, including the extremely rich, not only those with sophisticated taste and intelligence, but also people who don’t know that much about clothes, and the design is fine-tuned, the material fine quality, and sustainability concerns have been addressed.

We were first a retailer, then a manufacturer-cum-retailer. Now we are a digital consumer retailer. That is why we are successful. If we had stayed the same, then we can’t hope to succeed.

Being a digital consumer retail company means we utilize information at a high level to shape the way we do our work. We gain information about our customers, the workers at the store, the market, all that information.

Changing daily is the only way we can hope for stable growth. The world is changing every day.

Q: Are you confident you can keep it up another 40 years?

A: Of course. We’ve been preparing to reach 3 trillion yen ($20 billion) revenue all these years. And we are finally starting to be known. But we still have a long way to go.

We are just getting started, and we are going to keep growing. There is more potential for growth in Europe and the US, as well as China and India, given the 1.4 billion population in each country. Clothing is a necessity, so population size is key.